At least 76 per cent of the respondents were chairmen, CEOs, managing directors, presidents and senior vice presidents, executive directors and general managers.

1 The decision of the board of directors and the opinions of the independent directors

The Fund is administered by IDB through its Donors' Council and Board of Executive Directors and the President of that Board.

And if the chief executive is implicated, complaints go straight to the board of directors.

If the roles of chairman and CEO are combined, the proportion of independent directors within the board structure assumes greater importance.

The Board of Trustees then makes recommendations to the Secretary General in accordance with the guidelines of the Fund and Board.

According to this proposed agreement, Tesla must appoint a independent president, two independent directors and a board committee to set out controls aiming at Musk s external communications.

An enterprise should also disclose the actual board positions held, and whether or not the enterprise has a policy limiting the number of board positions that any one director can hold.

Additionally, he receives 100 for every board meeting he attends and 5000 every quarter as a member of the board.

Welcomes the participation of a member of the Board of Trustees of the Fund at the thirtieth session of the Working Group and encourages the members of the Board to attend the next session of the Working Group

The ad hoc consultative group took the view that directors should disclose the mechanism for setting directors' remuneration and its structure.

A unitary board is comprised of executive and non executive directors.

(1) A securities firm and its directors, supervisors and workers

A clear distinction should be made between remuneration mechanisms for executive directors and non executive directors.

C. Board of Trustees

Photograph of Jean Claude Trichet (c) European Central Bank Andreas Böttcher

This was given to me by the chairman of Shiseido.

The ad hoc group agreed that the board should disclose whether it has a performance evaluation process in place, either for the board as a whole or for individual members.

The group took the view that the composition of the board should be disclosed, in particular the balance of executive and non executive directors and whether any of the non executives have any affiliations (direct or indirect) with the company.

(3) possessing smooth reporting channels and reporting the related information to the general manager, the board of directors or the auditing committee thereof through the reporting channels as determined by the board of directors and

Boards on Their Backs

The critical issue is that all conflicts of interest should be disclosed, along with what the board decided to do regarding the specific situation and the relevant director involved.

It has become common practice for boards to establish board committees to facilitate fulfillment of certain of the board's functions and address some potential conflicts of interest.

The board of directors should disclose whether it has a formal procedure for addressing such situations, as well as the hierarchy of obligations to which directors are subject.

A Theory of Boardroom Justice

Directors' remuneration

Article 35 During the reporting period, the Company shall make disclosure of for how many times the meeting of the board of directors has been held during the reporting period, give brief description of the presence of directors at the meeting, and summarize the major proposals and resolutions in the meeting of board of directors.

FEE further recommends that the board should disclose its reasons for considering a non executive (or supervisory) director to be independent.

Most governance guidelines and codes of best practice address topics related to directors' qualifications and board membership criteria.

There should be disclosure of the types of development and training that directors undergo at induction, as well as the actual training directors received during the reporting period.

(1) changes in the shareholders, directors, supervisors and senior managers of the Company

The group recommended that the number, type and duties of board positions held by an individual director should be disclosed.

An important aspect of performance is the attendance of directors at board and committee meetings.

There were 5 women (11.36 ) serving as heads of a board of directors (4 new nominations since our last periodic report), and 10 women served as Director General's of governmental corporations.

It is recognized that not all non executive directors can be considered independent directors.

In many Commonwealth countries, for example, the Companies Act makes the directors accountable for the 'management' of the company, but also allows the directors to delegate hence the importance of recording and disclosing the retained powers of the directors, along with a clear statement about which powers are delegated to the CEO.

It is important that directors disclose what their functions and retained powers are, otherwise the directors may be considered accountable for all matters connected to the enterprise.

Evaluation by the Board of Trustees and secretariat in performing their evaluation, the Board and the secretariat carry out the following activities

The Director of the Division for the Advancement of Women participated in the Executive Board meetings in 2004.

Board committees

E. Members of the board and key executives

C. Recommendations adopted by the Board

Tenth session of the Board of Trustees

As the implementation of this recommendation requires advice from the Board of Trustees, it will need to be considered by the Board at its next session.

(2) supervising whether the decisions of the board of directors are made in full compliance and whether the decision making flow is in compliance